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Servicon Systems

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Good company bad management - Janitor/Cleaner Servicon Systems Employee Review

5.0
May 31, 2023
Recommend
CEO approval
Business outlook

Pros

The hours were great it was a third shift

Cons

There wasn’t room to grow in the company.

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Servicon Systems Response
3y
Thank you for taking the time to share your tenure and thoughtful feedback. We appreciate that you supported the 3rd shift which for some isn’t the easiest shift to maneuver. In terms of leadership and training, Servicon has invested in building a Learning & Development department to ensure we are meeting our commitment to develop our people. Over the past year, our leaders have gone through a variety of trainings. The program launched in April with all supervisors and above going through the 5-part leadership program Managing at Servicon: ‘Leadership Foundations – Managing and Leading with Why’. The purpose is geared towards developing and providing our leaders with the tools they need to successfully lead their team’s day-in-and-out, which includes things like coaching, developing, effective communication, etc. Thank you again for your time and we wish you the best in your next endeavor.

Explore other reviews about Servicon Systems

5.0
Apr 9, 2025
Recommend
CEO approval
Business outlook

Pros

Great company to work for

Cons

You must be patient with management

2.0
Feb 10, 2026
Recommend
CEO approval
Business outlook

Pros

Corporate office in heart of Culver City, decent benefits.

Cons

Family dynamics within leadership significantly impacted compliance consistency and decision-making. Mid-to-senior leadership capability was underdeveloped, which created operational and people-risk gaps. The manager overseeing this role used a highly hands-on, micromanagement style that limited autonomy and slowed execution, which felt misaligned with expectations typically set for senior-level HR roles. Work direction was also sometimes routed through more junior team members rather than directly through the senior HR role, which created inefficiencies and role clarity issues. Travel requirements were not transparently communicated during the hiring process. The role required approximately 85–90% weekly (2 days in office all other days at sites) local travel across multiple sites in a single day, including late evening and night visits for later shifts, without practical consideration for traffic or recovery time. Despite extended travel days, early next-day availability was still expected. HR was understaffed relative to operational demands, with a 24/7 support mindset but limited team capacity. There was no formal onboarding plan for the role and little clarity around scope, priorities, or success measures. Internal HR team communication often lacked professional structure and confidentiality discipline, which at times reduced alignment and trust.

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